tv [untitled] November 24, 2012 3:00am-3:30am PST
services out or is greater than what we're actually expecting and that's the challenge for all of us, all the service providers, is working together to figure out how to make that happen. >> mr. boland. >> this is where we fit into that link. we represent the utilities that protect and build the resill yepbs into the infrastructure. we fill a gap in attitude which is the relationships, distant and local relationships, cross boundaries between the multi disciplines in the utilities. we are able to cross those lines in the counties and step up to state operations so everybody is operating in a common operating picture so everybody understands what's available not only in their jurisdiction, but what kind of resources we can bring to bear, short and long-term, how distant those are, what the qualifications are. we have master resource catalogs designed just like fire scope and cal fire in
which we have built strike teams from our utilities, strike teams from water companies. they simply make a call and tell us we need 10, 12, 15, it's our obligation to put that together and get it to them. they are worried about the incident in their jurisdiction which they have to correct. it's our responsibility to reach bond those borders as their extension to bring in the reserves that they need to maintain that kaupblt newt of operation and then where we function through the state utility operations center and the state operations center to make sure that we have that kind of access and that kind of assistance. we need caltrans, we're going to need chp, we're going to need cal fire, we need dwr, they are invested in restoring their critical infrastructure and it's our responsibility to reach across those lines to get that kind of access to keep that kind of restoration underway. >> thank you. mr. brig. >> in terms of establishing
standards for resill yepbs, absolutely, we have done that. again as i mentioned earlier, to get our customers to fund all these capital projects we did up a contract with them. this is what you're getting and this is what you're going to pay for. that had to be well defined as engineers need to know what to do and what to design for. establishing those standards, what we call levels of service, there's levels of service for threats of terrorism and also the seismic one, which is essentially an 8.0 event on the san andreas fault. we're working with other city departments so they know what to expect from us. it's been an education process. as we started down the road i think there was an expectation all water and sewer was going to be in operation in san francisco after an ert quake. that probably is not going to happen. it's a little bit
different having several blocks in your population out of water versus out of electricity or gas or cell phone service. it's a little bit different level of emergency. after an earthquake what we're designing for is to have the high level fire system more or less immediately. there may be homes, individual service connections, which could be out of water for quite some time and that's where my utility has to interface with other departments to make sure we're getting water to people through humanitarian stations, red cross, mutual aid is a huge part of this with our federal and state partners. but those hand off points after a major event and educating ourselves what we're doing and not doing is a big part of the life line process that naomi is running and it's been very, very helpful. >> thank you. and mr. angelus.
>> in terms of standards, similar to pg&e we have established our own internal standards on how resilient our network is. it's two hour quality of service how to design our capacity and also in how we perform, we do these failure tests to make sure the network can withstand the additional traffic being transferred from one portion to another. we have an earthquake strategy binder which is available aupb lane for our employees that can be accessed. it's available in all of our switches. these are step by step directions what happens when this big one occurs. we also practice this on drills, we have very little drills within the company or within the region to make sure everybody is on the same page when this situation does occur. now, as far as our support with other agencies, you know, our first priority of course when this thing happens is to
make sure our network is running. but we also have a number of hotline numbers available for the police department rtion for the local agencies to contact us if they need some adistance from us in case some of their own systems do go down and we have our own infrastructure to support them as well. >> all right, thank you. i think this is an opportunity for us to open it up for questions and answers. i think we have some folks with microphones right over there, there's a gentleman. >> you talked a lot about network and grid resiliency. how do you guys approach your op center in context of
resiliency of operations in terms of something like this ?oo ?a would you mind remeeting that one more time. >> you talked a lot about your grid and the resiliency. it's something we look at all the time if the ship sinks, who is the back up guy in charge. how do you guys approach that stuff. >> i'll go ahead and cover at least for pg&e. in terms of our emergency centers and understanding what's happening there, we have our primary emergency center here in san francisco. we have on call personnel for both gas and electric and our generation facilities who have responsibilities upwards of about 80 people each and every day, have to be available, available to come in on any notice. we have back-up facilities that can operate out of walnut creek in many cases, we also have a major back-up facility in san ramon where we can duplicate everything that
we have in san francisco. in terms of back-up facilities, in terms of our ability to operate if something goes wrong we can bring up our emergency centers and that's for our corporate emergency center. pg&e actually operates over 70,000 square miles. we have 19 division and 55 districts and every one of those districts has an emergency room or what's often referred to as a storm room and any one of those can open up and handle any other location's facility so we in essence have at least 55 sites we can go to and try to operate from, but certainly with respect to the command structure and how we operate, we want to be in the emergency center for a major event such as an earthquake or major storm, we have 3 facilities that can handle that fairly easily and several that can do duty with a couple days notice.
>> mr. boland. >> we are very fortunate, we are fully embedded with the state operations center. should the state decide to close the operations center and relocate, we will follow very closely. we also have 10 virtual centers to operate out of to support the state operation and support the utility industries if in fact that's called upon. >> mr. brig. >> similar response to the pg&e in terms of back-up centers. the only thing i would add again is the human element. we make sure all the knowledge does not reside in one person. we have a lot of bridges in the area, not all our employees live in san francisco. so it may not be possible to get some of our senior managers here or key employees here quickly within a day, within two days, and it's a constant challenge to make sure we have documentation and broad training for whoever does arrive at the eoc, they are in charge until someone else gets
there and that could be a long time. >> thank you. mr. angelus. >> for verizon wireless in northern california we have two separate offices, we have in walnut creek and also folsom near sacramento. we have another redundancy center in texas. we have it all across our infrastructure and also with our teams. >> thank you. we have one question in the back. >> yes, my question is regarding your ability to bring in repair equipment or crews to make repairs or back-up equipment in case your infrastructure is broken. i know they have that capability but in this area, you know, many roads, bridges would be damaged. do you have your own internal aviation capability or lift capability to bring in
those repair equipment and crews or is that something that you would be looking to other organizations to provide that airlift capability? >> start with mr. johnson. >> yeah, we have some limited capability in terms of aircraft and on site helicopters in our outskirting area, but in terms of a major event in the san francisco bay area, we would be heavily focused on those folks who provide that service to us under contract. we do not have our own helicopters in oakland or san francisco itself, as was already mentioned to, san francisco is very difficult to get to in the case of a major event. it's either going to be getting people in or obviously getting across the bridges and getting material in. while we have the transport ability on the ground we don't have a lot of aircraft capability. most of our
facilities wouldn't come in via aircraft anyway. the services we need, it's not typically getting the people, it's getting to the location you need to do the work. while we can drop folks via helicopter, we do that on a pretty regular basis during fires and storms up in the mountains, it's going to be able to get the roads clear and get the bridges open or get access into the location for which we need to get to. in fact, we suffered tlie that in a lot of the big cities just even during commute times if there's a minor emergency getting tlau and we have a relationship with the city here in san francisco where the fire department and the first responders have reached out to us and will help us get there. i can't say we have that everywhere in our state. certainly in a major event, that would be our concern, our ability to get our work force into the bay area given the type of infrastructure we have here. >> thank you. mr. brig. >> i would add, we don't have
aircraft that can lift heavy bull dozers so we would be looking to the state for that. that would be a mutual aid call pretty quick. >> verizon wireless would be the same. the most important thing is for us to get our resources where they need to work where they can repair or reroute traffic where it needs to be. one of our main offices is located in the south bay. that way we don't have to worry about bridge access to get into the peninsula or san francisco if the situation occurs, but if the situation does occur, we're going it need some help from other agencies to make it happen for us. >> all right, thank you. and we have another question. >> roger that you guys deal with unexpected circumstances all the time, weather
circumstances, things that are completely unexpected. i would be really interested in, as a result of your latest hot watches on an vent, whatever that event might have been, what was the big aha thing that you learned from that event? >> well, i don't know if it was an aha, unfortunately as i mentioned we get the opportunity to practice on a pretty regular basis. i would say the issues that typically come up in a major event really are two-fold. one is communication, communications with everybody, in a major event we will have a thousand to two thousand people out working and understanding where every crew is at and every product on every job is a huge challenge to us. we're concentrating on bringing every customer back on and at the same time not sending a crew to a location we may already have
somebody there. it ties directly to the comment i made earlier. getting folks to the location is a real challenge. this happens certainly in storms up in the mountainous areas, facilities are closed, trees are down, bridges are blocked, areas flood. so getting folks to those locations can be very difficult, we end up doing a lot of hand walk ins, a lot of helicopters in with crews of 30 or 40 folks and communicating with them where there isn't cell coverage even if it did work is a big challenge. the things we focus on the majority of time is how do we improve our communications, what did rerun into this time that we didn't have in the past, how do we get through that and how can we improve getting folks to the facility and making sure we know where everybody is at at all times. >> thank you. mr. boland. >> one of the major challenges that we have incurred all the
way from 2003 till now, is credentialing or badging of utility emergency responder personnel trying to gain access into a secure zone that needs their services. as a prepop drapbs of the heavy equipment sometimes falls under a contractor's jurisdiction and a local officer at a local roadblock does not always know or understand the necessity to get that kind of equipment in there to restore the grid, the water system, for the telecom it is something we are still struggling with and we are working with on a daily basis. >> thank you, mr. brig. >> every exercise i've been involved with, managing information and communication is easily no. 1 or 2 on the list. in the heat of an event, information is flowing in,
there's usually no shortage of information rtion it's translating that to something credible that is the challenge. usually 50 percent of that information is wrong and untimely. before a unified command is established and you have various city departments or regional groups that are working together before the unified command has been established, coordinating field work in 4 counties is usually awkward. until that central message gets pushed down and all the groups are rowing together, the field, when you are dealing with the geegraphy we are dealing with in the bay area, that field coordination is always difficult in the first few hours. >> thank you. mr. angelus. >> verizon wireless, every time we get involved with emergency situations we did a post meeting to analyze what we did and how we can make things better. it also pushes down to the processes and the
preparedness and how we can make things better from checking our equipment to our staffing levels and it depends, really, on the situation but we always get something good out of these situations that makes our processes better. >> thank you. i'd like to thank the panel members for taking time out to discuss about lifelines. i want to point out that all of these organizations are members of the san francisco lifelines council along with many members in the audience, and rest assured we have been working with the fire chief and the police chief with pg&e and the san francisco public utilities commission to make sure we can get them to their emergencies in a timely fashion during rush hour traffic and would like to thank both chiefs who are here today. so thank you. (applause).
>> for closing remarks, want to bring up secretary of state george schultz. if you could help on this end. >> that was a great panel. thank you all. >> well, we've had quite a display. we've had a lot of area planning, filled with op exercises. we had the ocean beach yesterday. the military made something difficult look easy. it was a display of competence. and it gives us confidence that not only is the military going to help us if we have a problem here, but the military is able to do its job of protecting our
national security with confidence. it's wonderful to see confidence on display. i was asking myself as i listened to the panel today and i'm working with mike and leslie on the program, what kind of words would describe what we're doing? well, certainly impressive is one. reassuring is one, that we see what's going on, the planning, the capabilities. i think another is to underline the importance and then this panel in particular they underline t the importance of looking on this as a building operation. each year has been a little better than the year before or different. if that's been iterative or a plus [speaker not understood]. somebody asked if we could keep
this going. may i remind you it's been going for 31 years. we've had this last two years that have been the most impressive iteration, but it's been going for a long while. let me try to sort of summarize it by using an image. how many of you have looked closely at the great seal of our republic? if you look closely you'll see that the center piece is an eagle. the eagle holds an olive branch to show that united states will always seek peace. let me say not only peace, but the united states will always seek solutions to problems. we're a pragmatic people that like to have a problem [speaker not understood] and do something about it.
and the other talon the eagle holds arrows to show that the united states understands that if you're going to be successful and effective in seeking peace, you must be strong. and i would say strong, and i'll use that word a little bit more loosely and say competent. you must be able to do things. so, if you take that image and you have objectives on the one talon and capability on the other, and you marry them together, that's what we in the united states have been doing, particularly since the end of world war ii. then there we were having propelled the three worlds to victory. the other of us having seen we
had an aggressive adversary on our hands and looking back what a horrible last century or so, we had to do better. and we did it by this iteration of objectives and capabilities. and we put together what has amounted to a global economic and security commons from which we all have benefited and continue to benefit. [speaker not understood]. so, we have to keep working at it. and i think the things that have been talked about here are very much in the line of keeping [speaker not understood]. niche a was mentioned this morning. that was a fantastic piece of work by the navy. it turned around the attitudes
of niche a toward the united states. it was a the kind of building block we look for in an economic and security commons. just as when we in san francisco see not only what the military can bring to the party and help us with, not only how we can interact with the military, but also we say to ourselves, it's also up to us to do everything we can for ourselves. we're not kind of an outfit, it's easier for them to collaborate with us. so, all of these things are important to us as we have these exercises. so, i say this is a very worthwhile enterprise that will keep going. i tip my hat to my friend mike who really has been leading us in these efforts.
and now i say as also the slogan, i guess you call it this morning, maybe it's what the navy says. i think it's a very good phrase. a global force for good. that's what we've been practicing, a global force for good. thank you. (applause) >> thank you, sir. thank you. thank you very much, sir. (applause) >> and for all of you, tomorrow we're going to have the former secretary defense william perry speak. and the final speaker tomorrow will be the commander of north com, it will be the first time the northern command...
>> ladies and gentlemen, welcome to day two of the senior leader seminar for san francisco fleet week 2012. we had a great day yesterday and we're going to have an even greater day today. we've got a number of people that i would like to bring up to welcome you all. while this senior leader seminar is going on, there's a number of other activities that are going on at the same time. and a very important activity is some training that's taking place on treasure island. it's training by the san francisco fire department and it's become a huge hit with the
marines and the sailors that are able to get this training. with that, i'd like to have our police chief -- fire chief from san francisco, chief hayes white, come forth and talk to you about some of these events and the fire department's role. thank you. >> thank you, thank you very much. thank you, general. good morning, everyone. welcome to san francisco. this is day two of the senior leaders seminar. i had the opportunity to sit through most of the seminar yesterday. i found it very informative, and would certainly like to again echo our thanks and appreciation to admiral beaman and captain pringle on the beautiful uss macon island. if we could give applause to all the men and women serving on this ship, thank you for your hospitality. (applause)
>> this is a week where we highlight and celebrate all the sacrifices that military personnel make. in the san francisco fire department, we work 24/7 shifts. we're considered para military, but we recognize in the military the great sacrifices that you make each and every day to protect our freedom while being away from your homes and your family. so, thank you very much. it's an honor to welcome you to san francisco. (applause) >> i'd also like to acknowledge the presence of two people that i consider honored to call friends, and they continue to be treasures to san francisco, to our city, to our state, and to our nation. and i was so impressed yesterday that both of them intently sat here yesterday taking it all in. and it was the highlight really i think of the seminar to have the evening closing remarks capped off by former secretary of state george schultz.
so, thank you very much, sir, for being here. (applause) >> it is a wonderful partnership that he shares with his wife who is chief of protocol for our city and our state, charlotte schultz. so, thank you very much. (applause) >> certainly this partnership couldn't take place without all of the heavy lifting and hard work done by the san francisco fleet week association. so, thank you to general myatt for your vision. this is your three of not only the celebration events, but what you spoke to earlier. also the executive director of the fleet week association lewis lubin. thank you very much. (applause) >> i've had the pleasure of serving in the san francisco fire department for 22 years. it will benign years in nine since i stepped up and took the role of chief of the department. i continue to be proud of that. and i can say which i said earlier in the week, the coordination and the
collaboration only gets better each year that we do this. and i'd also like to acknowledge the department of emergency management and all of her staff for coordinating so seamlessly with the fleet week association in addition to all of the other events that we have that's going on this week. so, thank you to our department of emergency management. (applause) >> as we discussed, it is so important to not only build relationships, but to strengthen them. and that is exactly what we're doing here this week. i'm also very proud that the fleet week association has once again included our community partners. as you know, in 1989 there was the loma prieto earthquake. we had many show up and go to work. we realized we were quickly overwhelmed and had limited resources. after loma-prieta was an educational piece to partner with our community. and the fleet week association has invite and had therr